Financial Services

Aditya Birla Capital Limited (ABCL)

Chemicals

Aditya Birla Chemicals (Thailand) (ABCTL)

Fashion

Aditya Birla Fashion and Retail Limited (ABFRL)

Trading

Aditya Birla Global Trading

Aditya Birla Health Insurance Limited (ABHICL)

Aditya Birla Lifestyle Brands Limited

Dining & Experiences

Aditya Birla New Age Hospitality  (ABNAH)

Renewables

Aditya Birla Renewables (ABRL)

Venture Capital

Aditya Birla Ventures

Carbon Black

Birla Carbon

Birla Cellulose

Paints

Birla Opus Paints

Cellulosic Fibre

Century Enka

Domsjö Fabriker (Domsjö)

Textiles

Grasim Industries Limited

Metals

Hindalco Industries Limited

Yarn

Indo Thai Synthetics Company Limited

Jewellery

Indriya

Novelis Inc

Thai Acrylic Fibre Co. Ltd (TAF)

Cement

UltraTech Cement Limited

Utkal Alumina International Limited (UAIL)

Telecom

Vodafone Idea Limited (Vi)

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33x in 30 years – A Trajectory for Good

From a single mill in Rishra to the fashion ramps of Paris, Aditya Birla Group's Jaya Shree Textiles has spent over 75 years building a business around one of the world's oldest natural fibres. Today, as India's only fully integrated linen manufacturer, it brings together global sourcing, end-to-end manufacturing and material innovation to serve customers in India and around the world.When the global fashion industry gathers at Première Vision in Paris, the spotlight is no longer on design alone. Increasingly, brands are looking beyond the finished fabric to understand where it comes from, how it is made and whether every stage of production can be traced with confidence.These are conversations Aditya Birla Group’s Jaya Shree Textiles is well equipped to be part of. Its presence on this global platform reflects a journey that began decades earlier in Rishra, West Bengal. &nbsp;<h3>Where India's Linen Story Began</h3>In 1949, just two years after India's independence, <a href="/businesses/companies/grasim-industries-limited/">Grasim Industries</a>, Aditya Birla Group’s flagship company introduced linen to the country through the establishment of Jaya Shree Textiles at Rishra. At a time when the fabric was largely unfamiliar to Indian consumers, the business began sourcing high-quality flax from Europe and processing it in India, laying the foundation for what would become one of the country's most established linen businesses. &nbsp;<figure class="table"><table><tbody><tr><td>The origins of linen itself lie far from India. Flax, the natural fibre from which linen is made, is cultivated primarily across the coastal regions of Northern France, Belgium and the Netherlands, where climate and soil conditions produce long, durable fibres suited to premium textiles.</td></tr></tbody></table></figure> By combining European flax with advanced manufacturing capabilities in India, Jaya Shree Textiles established a business that connected the world's finest raw material with Indian craftsmanship.Over the years, the company also helped expand the domestic market for linen through its retail brand, Linen Club. Today, the brand operates more than 240 exclusive stores and reaches consumers through over 9,000 multi-brand outlets across the country. &nbsp;<h3>Building Capability from Fibre to Fabric</h3>As demand for premium natural fibres has grown globally, traceability and consistency have become as important as design. This is where Jaya Shree Textiles' manufacturing model sets it apart. It remains India's only fully integrated linen manufacturer, with every stage of production from spinning and weaving to yarn dyeing and finishing, managed in-house. This integrated approach allows the business to maintain consistent quality across production while offering customers more than 3,000 weaves and textures. It also provides the flexibility to produce smaller, customised lots for fashion brands and retailers, while meeting internationally recognised standards such as OEKO-TEX® and ZDHC.These capabilities have enabled the business to build relationships with customers that increasingly value transparency alongside product quality. &nbsp;<h3>Beyond Linen</h3>While linen has become synonymous with Jaya Shree Textiles in India, the business has also built a significant presence in wool. Its Kolkata facility is India's largest single-location manufacturing unit for worsted yarn and wool tops and houses the country's only superwash yarn facility. Using fine Merino wool, it produces specialised machine-washable worsted yarns for international markets.Today, nearly 90% of its wool tops and worsted yarn production is exported to countries including the UK, Italy, South Korea and Turkey, reflecting the business's growing global footprint. &nbsp;<h3>Looking Ahead</h3>As material innovation continues to shape the textile industry, Jaya Shree Textiles is expanding its focus beyond conventional manufacturing.Its Circular Solutions range incorporates recycled linen made from pre-consumer industrial waste back into the production process, extending the value of materials that would otherwise go unused. The business has also introduced Silk Touch, a biodegradable blend of linen and cellulosic rayon that combines the appearance and feel of silk with the benefits of natural fibres. Alongside these developments, Jaya Shree Textiles continues to work with organisations such as Woolmark and the European Confederation of Flax and Hemp (CELC) to advance product development and manufacturing practices.From introducing linen to India in 1949 to representing Indian manufacturing on global platforms such as Première Vision, Jaya Shree Textiles has continually evolved with the industry it serves. More than seven decades on, its journey continues to be shaped by material expertise, integrated manufacturing and a focus on natural fibres that are increasingly valued across the world.

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The Linen Lineage: From Rishra to Paris

UltraTech Cement Limited is the cement flagship company of Aditya Birla Group. A USD 9.9 billion company, UltraTech is the world’s largest Cement Company by sales volume and capacity, excluding China.&nbsp;The Company has a consolidated production capacity of 205.5 Million Tonnes Per Annum (MTPA) of grey cement. The Company’s business operations span UAE, Bahrain, Sri Lanka and India.UltraTech’s manufacturing footprint comprises of 34 integrated manufacturing units, one Clinkerisation unit, 36 grinding units and 10 bulk packaging terminals. With 465 Ready Mix Concrete (RMC) plants in 167 cities, UltraTech is the largest manufacturer of Ready Mix Concrete in India. It has a slew of speciality concretes that meet specific needs of discerning customers.&nbsp;UltraTech has a network of over 1.45 lakh channel partners across the country and has a market reach of more than 80% across India. In the white cement segment, UltraTech goes to market under the brand name of Birla White. It has two White Cement units and four Wall Care putty units, with a current capacity of 3.3 MTPA.&nbsp;In 2025, UltraTech extended its footprint in the construction value chain, through wires and cables segment with a planned capital expenditure of ~ INR 1,800 crore over the next 2 years.The Company’s social initiatives focus on education, healthcare, sustainable livelihoods, community infrastructure and social causes. Through its CSR initiatives, UltraTech reaches out to more than 1.8 million beneficiaries in over 500 villages across India.UltraTech is also a founding member of Global Cement and Concrete Association (GCCA). It is a signatory to the GCCA Climate Ambition 2050 and has committed to the Net Zero Concrete Roadmap announced by GCCA. UltraTech is focused on accelerating the decarbonisation of its operations, and is the first company in India and the second company in Asia to issue dollar-based sustainability linked bonds. UltraTech works to actively contribute to the social and economic development of the communities in which it operates in.&nbsp;Mr. K.C. Jhanwar is the Managing Director of UltraTech Cement. Effective 1 April 2026, Mr. Jayant Dua has been elevated to the position of Managing Director. Mr. Dua will continue to serve as Managing Director (Designate) until he officially assumes the position upon the expiration of Mr. Jhanwar's term on 31 December 2026.<o:p></o:p>

Chandrapur in Maharashtra is home to Awarpur Cement Works, one of <a href="/businesses/companies/ultratech-cement-limited/">UltraTech</a>’s integrated cement units. It’s also the site of an atypical energy project. Here, rainwater harvesting has helped create two reservoirs of about 3,600 sq m. On the surface of these reservoirs, there are 7,600 solar panels generating about 3.3 MW of solar energy to operate the plant.The floating solar installation is expected to reduce about 6,000 tonnes of carbon emissions annually. The environmental benefit is equivalent to the carbon sequestration potential of nearly 270,000 mature trees. The project highlights UltraTech's focus on renewable energy while maximising the use of available resources.Today this Aditya Birla Group cement company is known for two things. It is the world’s largest cement company outside China, with capacity to produce over 200 million tonnes every year. And it generates a whopping 1.8 GW of renewable energy to power its operations. &nbsp;<h3>Strategically green</h3>For an industry where energy is among the largest operating costs, the ability to secure reliable, affordable and sustainable power can be a decisive competitive advantage. UltraTech recognised this early on. Over the years, it has transformed renewable energy from an environmental initiative into a strategic business driver—one that supports growth and enhances competitiveness.Today, renewable energy is not simply helping UltraTech reduce emissions. It is helping power one of the largest and fastest-growing cement businesses in the world.The cement industry has traditionally depended on fossil fuels and grid-based power, which exposed businesses to supply and energy price volatility, and carbon-related risks. UltraTech has chosen a path that mitigates these risks.The company's energy strategy combines renewable power, waste heat recovery systems, energy productivity improvements and innovative technologies to build a resilient and future-ready manufacturing ecosystem. The objective is not only to consume cleaner energy but also to use every unit of energy more efficiently.Touching 1.8 GW of renewables has meant a steady commitment to building the renewable energy portfolio.<ul><li>In FY2025-26 alone, the company commissioned 371 MW of renewable power to cross 1.39 GW.&nbsp;</li><li>It also expanded power generation from Waste Heat Recovery Systems (WHRS) to touch 414 MW.&nbsp;</li><li>As a result, nearly 41% of UltraTech's total power requirement is now met through green energy sources. &nbsp;</li></ul><h3>Turning ambition into action</h3>For the cement sector, UltraTech demonstrates what a low-carbon industrial future can look like. One of the most significant milestones of the renewables effort has been the achievement of 100% green energy operations at some of the facilities.The Company's grinding units at Arakkonam Cement Works in Tamil Nadu and Ginigera Cement Works in Karnataka have successfully operated entirely on green energy.<ul><li>At Arakkonam Cement Works, six months of operations powered entirely by green energy resulted in a reduction of more than 16,500 tonnes of carbon emissions.&nbsp;</li><li>At Ginigera Cement Works, over 23,000 tonnes of carbon emissions were avoided in just two months through 100% green energy usage. &nbsp;</li></ul>These facilities demonstrate that renewable energy can reliably support industrial-scale cement operations while delivering meaningful environmental benefits. &nbsp;<h3>Innovation at play</h3>UltraTech's commitment to renewable energy extends beyond manufacturing facilities. At the jetty attached to Ratnagiri Cement Grinding Unit in Maharashtra, the company transitioned operations to 100% renewable energy.<ul><li>The transition is particularly noteworthy because the jetty operates in a remote location and functions seasonally.&nbsp;</li><li>Switching to renewables reduces approximately 9,604 kilograms of CO₂ emissions every month (based on the jetty's average monthly electricity consumption).</li><li>Recently UltraTech has commenced deployment of electric heavy-duty trucks in partnership with Energy In Motion (EIM). The fleet, comprising 45 electric trucks, each of 55-tonne capacity, is projected to reduce over 8,900 tons of CO2 emissions annually, displacing the equivalent of about 2.9 million litres of diesel per year. &nbsp;</li></ul><h3>Building holistic energy systems</h3>Beyond individual projects, UltraTech is investing in technologies that can define the future of industrial energy. A notable example is the round-the-clock hybrid renewable energy project at Sewagram Cement Works in Gujarat.<ul><li>The 7.5 MW facility integrates solar power, wind power and battery energy storage within a single site.</li><li>The project provides uninterrupted clean energy without reliance on grid power. &nbsp;</li></ul>This pioneering initiative demonstrates how renewable energy can evolve from a supplementary source into a dependable primary power solution for large industrial operations. &nbsp;<h3>Peak energy efficiency</h3>Complementing renewable energy is UltraTech's extensive deployment of Waste Heat Recovery Systems. By capturing and converting process heat into electricity, WHRS improves energy efficiency, reduces costs and lowers emissions. Together, renewable energy and waste heat recovery form the foundation of a low-carbon energy ecosystem capable of supporting the Company's expanding manufacturing footprint.The commitment to energy productivity has earned global recognition by inclusion in the S&amp;P Global Sustainability Yearbook 2026 for the construction materials sector. &nbsp;<h3>Towards 85% Green Energy, and Beyond</h3>For UltraTech, the progress so far is only the beginning. It is working towards a more audacious goal: To increase the share of green energy in its power mix to approximately 85% by 2030. This ambition is closely aligned with UltraTech's broader commitment to achieve Net Zero Concrete by 2050.From grinding units powered entirely by green energy, to renewable-powered logistics infrastructure, floating solar installations and pioneering hybrid renewable projects, UltraTech is demonstrating that sustainability and scale are not competing priorities. They are mutually reinforcing drivers of long-term value creation.

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1.8 GW: UltraTech’s inspiring renewable energy story

Sustainability

Aditya Birla Renewables aims to become one of India’s top renewable energy businesses and to enable the nation to become self-reliant (Atmanirbhar) in renewable power.Founded in 2011, Aditya Birla Renewables Limited (ABRL) has built a portfolio of ~4.3 gigawatts (including projects in the pipeline) in several states of India. It is powering ahead in an ambitious journey to achieve 10 GWp in installed capacity in future.In 2011, the company was among India’s first renewable energy companies to answer the call of the Jawaharlal Nehru Solar Mission, which flagged off the country’s green energy journey. It supports a host of national commitments, including India’s COP26 promise to get half its energy from renewable sources by 2030. By enabling governments and businesses to reach for a sustainable, low-carbon future, Aditya Birla Renewables is helping India fulfil its energy promises to the world.The company has strong market leadership in the Commercial and Industrial (C&amp;I) power segment. Prestigious businesses like Grasim, Hindalco, UltraTech, Century Enka, and others rely on ABRL to establish and run captive renewable power projects.It is also leading the change towards clean, affordable, and sustainable energy through partnerships with the public sector. Government utilities, including those in Karnataka, Maharashtra, Odisha, Rajasthan, Telangana, and Gujarat, are among the customers.Aditya Birla Renewables’ expertise spans solar (including floating solar and rooftop) power, wind energy, and hybrid power (solar + wind). The company is looking to expand its portfolio to include battery storage solutions, ‘round-the-clock’ projects, hydrogen and ammonia-based power solutions, and manufacture of solar PV modules.Mr. Amit Jain is the Chief Executive Officer of Aditya Birla Renewables.

Aditya Birla Renewables is arming the Group’s clean-energy arm while also aiding the national renewable mission. Its growth reflects a larger shift in India’s energy market, from adding renewable capacity to supplying cleaner power with greater scale, flexibility and reliability.ABRen has been on expansion mode in the recent years. Its wider portfolio, including operating and under-construction projects, stood at approximately 4.3GWp across ten states on 31 March 2026. This energy mix spans solar, wind-solar hybrids, floating solar and round-the-clock renewable-power projects.ABRen’s captive foundation should not be confused with captive ambition. In the last two years, the company has confidently shared that it’s eyeing to build a portfolio of more than 10GWp over the next few years.On 13 July 2026, ABRen signed a definitive agreement to acquire 100% equity shares and securities of Solenergi Power Private Limited, which owns the Sprng Energy group of companies, from Shell Overseas Investment B.V., a wholly owned subsidiary of Shell PLC. This transaction adds a contracted portfolio of ~5 GWp capacity (~3.3 GWp of operational capacity and ~1.7 GWp of under construction capacity) along with a strong connectivity and development pipeline to ABRen. Post the deal, the combined portfolio of 9.3 GWp will position Aditya Birla Group’s renewables business as one of the largest players in the sector.The numbers matter because they mark a change in the character of the business. ABRen’s increasingly diverse portfolio puts its intended market well beyond the boundaries of its parent group.Renewable-energy developers generally spend considerable time searching for credible, long-term buyers. <a href="/businesses/companies/aditya-birla-renewables-abrl/">Aditya Birla Renewables</a> starts with something many competitors must build: a close relationship with one of India’s largest industrial groups.Around 40% of ABRen’s installed capacity currently serves Group’s businesses across these sectors. This creates a natural base of industrial demand, supports long-term contracting and provides ABRen with an unusually detailed understanding of what large manufacturers require from their electricity suppliers.Strategically, it’s a win-win. The Group’s businesses gain access to cleaner power and greater visibility over their energy costs. The renewables company gains credible anchor customers and revenue visibility as it expands into a wider market.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;<h3>India’s energy sprint</h3>Juxtapose this with India’s energy transition. It is often misread to be a story of substitution. Peel the layers and you realise it is actually a story of expansion.In line with Indian government’s announcement at COP26, the Ministry of New and Renewable Energy is working towards achieving 500 GW of installed electricity capacity from non-fossil sources by 2030. By July 2026, the Ministry had already announced that India stands 3rd globally in renewable energy in terms of installed capacity.India is progressively trying to reduce the carbon intensity of its power system while supplying considerably more electricity to factories, cities, transport networks, data centres and emerging industries through non-fossil fuel energy. However, this requirement for energy is a steep climb.Factor this: the Central Electricity Authority expects peak demand to reach 459GW by 2035-36, with total electricity requirements growing at 6.41% a year between 2024-25 and 2035-36. Meeting that demand could require 1,121GW of installed capacity, including 509GW of solar, 155GW of wind and 174GW of energy storage.According to the published data by the Ministry of New and Renewable Energy, India crossed the 150 GW milestone with cumulative installed solar capacity of 150.26 GW as on 31 March 2026. During the same period, cumulative installed wind power capacity crossed 56 GW positioning India, placing India at 4th rank in terms of Global Installed Wind Turbine Capacity.The gap between the demand and the current capacity cannot be serviced by PSUs alone. This combination of growth and decarbonisation is creating space for a new generation of energy businesses and Aditya Birla Renewables (ABRen) is positioning itself firmly among them.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;<h3>From ‘Renewable’ to ‘Reliable’ Power</h3>India’s first renewables boom was largely a race to build solar capacity at declining tariffs. Its next phase will be defined by a more demanding question: how can clean electricity be supplied when customers actually need it?Solar plants produce most heavily during daylight hours. Industrial facilities, urban infrastructure and data centres operate for much longer. As renewable penetration rises, customers will increasingly value power that is firm, predictable and available beyond the hours of peak sunshine.The CEA estimates that India may require 80GW of battery storage and 94GW of pumped-storage capacity by 2035-36. That requirement signals a broader change in the market. The product of the future will not simply be a low-cost renewable electron. It will be a carefully assembled combination of generation, storage, grid access and contractual reliability.Aditya Birla Renewables is adapting its portfolio accordingly. Alongside solar, it is expanding into wind-solar hybrids, floating solar and round-the-clock renewable projects.That diversification has several advantages. Wind can complement daytime solar generation. Hybrid plants can make more effective use of transmission infrastructure. Storage and round-the-clock configurations can allow the company to offer customers power that more closely resembles conventional baseload supply, while retaining a substantially lower carbon footprint.For industrial customers, this distinction is crucial as their priority is shifting from purchasing green power to obtaining dependable green power without compromising production, cost competitiveness or operational continuity.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;<h3>Turning pipeline into operating scale</h3>Renewable power is capital-intensive. Projects require substantial investment before the first unit of electricity is generated, making access to patient and competitively priced capital a central source of advantage.In December 2025, Global Infrastructure Partners, part of BlackRock, committed ₹2,000 crore to Aditya Birla Renewables, with an option to invest a further ₹1,000 crore. The transaction valued the business at an enterprise value of approximately ₹14,600 crore and represented one of India’s largest primary minority investments in a renewables platform.The significance of the transaction extends beyond its size. It introduces a global infrastructure investor with experience in owning and operating complex energy assets. It also provides external validation of the ABRen’s strategy, portfolio and growth prospects.From customer’s perspective, ABRen now combines three forms of backing: an industrial parent with substantial energy demand, a global infrastructure investor with long-term capital and an expanding base of contracted projects.&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; &nbsp;<h3>Ready for Next Phase of Growth</h3>Renewable energy is moving from the margins of corporate sustainability programmes to the centre of industrial strategy. And ABRen’s new ambition to exceed 20GWp post the acquisition of Sprng Energy is substantial but not improbable.Along with broader geographical footprint, ABRen’s 60+ operating projects across ten states already reduces its dependence on any single resource region or market. The task at hand, therefore, is of commissioning projects predictably, standardising operations across a growing fleet and turning a development pipeline into recurring cash generation.These are familiar territory for Aditya Birla Group. Its history lies in building and operating large industrial assets over long periods. Applying that discipline to renewable infrastructure could prove as important as access to capital or technology.&nbsp;<img class="image_resized" style="width:30px;" src="https://www.cms.adityabirla.com/uploads/SERA_f758b43661.png" alt="SERA.png">&nbsp; Written by SERA

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Aditya Birla Renewables: Powering Group’s Clean Energy Vision

Business

At dawn, a metro train glides into a station. Across the city, cranes rise above construction sites. Workers pour concrete for a new flyover. A family unlocks the door to their first home, their new car parked outside. Data centres hum quietly in the background, powering digital lives. Solar parks on the outskirts and in contemporary apartment complexes feed clean energy into the grid.This is modern India: Ambitious. Expanding. Connected.Every day, new cities emerge, old cities reinvent themselves, and infrastructure reshapes the way millions live and work. Yet beneath every skyline and behind every development lies a less visible story—a story of materials.The concrete that forms the foundation. The metals that carry power and enable mobility. The chemicals that improve performance. The paints that bring spaces to life. The textiles that keep your homes and theatres safe.Together, these materials create the building blocks of a nation on the move. And few organisations are connected to this story as deeply as Aditya Birla Group.To understand this connection, imagine the creation of a modern Indian city.&nbsp; &nbsp;<h3>The First Pour</h3><img class="image_resized image-style-align-left" style="width:35%;" src="https://www.cms.adityabirla.com/uploads/the_making_of_a_modern_indian_city_the_first_pour_c25407b521.webp" alt="the-making-of-a-modern-indian-city-the-first-pour.webp">Every city begins with a foundation.Before the homes, offices, airports and metro stations appear, there is concrete. Massive quantities of it.Road networks need it. Industrial parks need it. Hospitals, schools and commercial complexes need it. As India's infrastructure ambitions accelerate, cement remains one of the country's most important growth enablers.At the heart of this transformation is <a href="/businesses/companies/ultratech-cement-limited/">UltraTech Cement</a>.As India's and the world’s largest cement producer (excluding China), having recently crossed 200 MTPA in capacity, UltraTech has become synonymous with nation-building. From highways and airports to urban infrastructure and housing developments, its products help create the physical framework upon which economic growth depends.The foundations of our imagined city are laid.But a city cannot thrive on concrete alone.&nbsp; &nbsp;<h3>Bringing Power to Life</h3><img class="image_resized image-style-align-right" style="width:35%;" src="https://www.cms.adityabirla.com/uploads/the_making_of_a_modern_indian_city_bringing_power_to_life_eb176e7ebf.webp" alt="the-making-of-a-modern-indian-city-bringing-power-to-life.webp">Once the structures begin to rise, another challenge emerges: connectivity.Electricity must reach every home, office, factory and public service. Renewable energy generated hundreds of kilometres away must be transmitted efficiently. Digital infrastructure must support millions of users.This is where copper becomes indispensable.Hidden behind walls and beneath streets, copper forms the backbone of modern electrical systems. It powers homes, supports telecommunications networks and enables industrial activity. Birla Copper, a part of <a href="/businesses/companies/hindalco-industries-limited/">Hindalco Industries</a>, serves over half of the Indian demand for refined copper, contributing significantly to this vital infrastructure.As India expands renewable energy capacity, invests in electric mobility and strengthens its power networks, copper is becoming even more critical. Every charging station, solar installation and transmission network depends on it.The city begins to light up.&nbsp; &nbsp;<h3>Building a Smarter Skyline</h3>And now the skyline starts to take shape.Glass-fronted office towers emerge alongside residential complexes. Airports and transport hubs redefine connectivity. Modern architecture demands materials that combine strength with efficiency.This is where aluminium comes into its own.Lightweight, durable and infinitely recyclable, aluminium has become one of the defining materials of modern infrastructure. It helps reduce weight, improve energy efficiency and support sustainable construction.Aditya Birla Group’s metal flagship, Hindalco Industries has established itself as a global leader in aluminium and engineered materials. In facades and window systems. In transportation infrastructure. In renewable energy installations. In the systems that help modern buildings become more efficient and sustainable.In our city, aluminium appears everywhere. But is often invisible to the people who use these spaces. Yet its impact is everywhere.The city is built. What comes next?&nbsp; &nbsp;<h3>The Unseen Chemistry of Everyday Life</h3>A city is not defined only by its buildings.It is defined by how people move, eat, work and stay safe.Every morning, thousands of buses, cars and delivery vehicles weave through its streets. Their tyres rely on carbon black to deliver strength, durability and performance. Manufactured by <a href="/businesses/companies/birla-carbon/">Birla Carbon</a>, one of the world's leading carbon black producers, this essential material helps tyres withstand the demands of everyday mobility while also serving a wide range of industrial applications.If it’s a city we are talking about, how can we not think of food that sustains it? Walk into a neighbourhood bakery, a supermarket or a restaurant, and another layer of the city's invisible chemistry comes into view.The bread that stays fresh, the packaged foods on supermarket shelves, the ingredients used by food manufacturers and the chemicals that support food processing all depend on specialised chemical solutions. Through its portfolio of products, <a href="/businesses/companies/aditya-birla-chemicals-thailand-abctl/">Aditya Birla Chemicals</a> supplies ingredients and intermediates that support industries ranging from food processing and water treatment to pharmaceuticals and manufacturing.Our city's resilience also depends on materials that most people never see.Across hospitals, theatres, convention centres, hotels and other public spaces, specialised fire-retardant materials help improve safety in the event of a fire. Technical textiles developed by Aditya Birla Group businesses are engineered to meet demanding performance standards, while advanced protective fabrics are used in firefighting apparel, helping safeguard those who protect our communities in the most challenging environments.The city's infrastructure, too, depends on chemistry.Epoxy resins produced by Aditya Birla Chemicals are used in protective coatings, flooring systems, adhesives, composites and applications that enhance durability and performance in buildings, bridges and other critical infrastructure. Though rarely visible, these materials help modern assets last longer, withstand harsher conditions and perform more reliably over a longer period of time.Our city is safe and it is thriving. Then comes the next level.&nbsp; &nbsp;<h3>Creating Places People Want to Live In</h3>A city becomes truly alive only when people begin to call it home.The apartment towers are complete. Families move in. Schools open. Communities take shape. Now the focus shifts from construction to experience.Walls become canvases. Spaces gain personality. Homes begin to reflect the aspirations of the people who live in them. This is where the final layers of the city's story emerge.<a href="/businesses/brands/birla-white/">Birla White</a>, India’s leading white cement brand, contributes premium finishes that enhance aesthetics and durability. <a href="/businesses/companies/birla-opus-paints/">Birla Opus</a> brings colour, creativity and self-expression into homes and workplaces with its offering of paints and wall finishes.The launch of Birla Opus marks one of the Group's newest growth journeys, extending its presence deeper into the built environment. It reflects an understanding that India's aspirations are evolving.People are no longer simply building houses. They are creating homes. And increasingly, they seek products that combine performance, beauty and sustainability.In our city, the journey that began with cement now ends with colour.&nbsp; &nbsp;<h3>Building Sustainably for the Future</h3>The city is complete. But a new question arises.How can future cities be built differently?India's growth ambitions are among the largest in the world. At the same time, the country faces pressing environmental challenges. The infrastructure of tomorrow must therefore be stronger, smarter and more sustainable.Across Aditya Birla Group, this challenge is driving innovation.UltraTech continues to advance resource efficiency and alternative fuel usage. Hindalco is strengthening circularity and recycling initiatives through its global operations. Businesses across the Group are investing in renewable energy, cleaner technologies and responsible manufacturing practices.The objective is not simply to build more. It is to build better.Because the cities of tomorrow must serve both people and the planet.&nbsp; &nbsp;<h3>One City. One Ecosystem.</h3><img class="image_resized image-style-align-left" style="width:35%;" src="https://www.cms.adityabirla.com/uploads/the_making_of_a_modern_indian_city_one_city_one_ecosystem_79240195ee.webp" alt="the-making-of-a-modern-indian-city-one-city-one-ecosystem.webp">Viewed individually, cement, aluminium, copper, chemicals, textiles and paints belong to different industries. Viewed through the lens of a modern city, they become part of the same story.A story of foundations and connectivity. Of innovation and sustainability. Of aspiration and progress.For over a century, Aditya Birla Group has evolved alongside India. Today, as the nation builds the cities that will define its future, that partnership continues. And strengthening the partnership is a network of materials working together to create possibility, to create value.The story of modern India is, in many ways, the story of how these materials come together.And across that journey, Aditya Birla Group is helping build not just projects or products—but the foundations of a stronger, more connected and more sustainable nation.

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The Making of a Modern Indian City

Paints is one of the latest sectoral forays of Aditya Birla Group.Birla Opus Paints, housed under Grasim Industries, Aditya Birla Group’s flagship firm, offers decorative painting solutions to consumers in India.Launched in 2024, Birla Opus Paints has a complete portfolio featuring a range of superior products across categories like interiors, exteriors, waterproofing, enamel paints, wood finishes and wallpapers.Birla Opus invested $1.2 billion to set up six strategically located, fully automated, integrated, and global scale manufacturing plants with a total commercial capacity of 1,332 MLPA (million litres per annum) - a quantum leap of 40% addition to the current industry capacity. With six manufacturing plants spread across India, Birla Opus Paints is well positioned to be amongst the market leaders in the decorative paints category.Birla Opus has a current installed capacity of 1,096 MLPA across 5 manufacturing facilities— Panipat (Haryana), Ludhiana (Punjab), Cheyyar (Tamil Nadu), Chamarajanagar (Karnataka), and Mahad (Maharashtra). It’s sixth facility, in Kharagpur (West Bengal), is expected to commence production over the course of FY25. Through these Birla Opus offers the widest range of water-based paints, enamel paints, wood finishes, waterproofing and wallpapers.All 6 manufacturing plants are fully sustainable with zero liquid discharge and equipped with 4th generation manufacturing technology to manage supply chain processes at lightning speed, zero defects and end-to-end traceability.The brand also has a painting services brand, PaintCraft.Mr. Sachin Sahay is the Chief Executive Officer (CEO) of Birla Opus Paints.

Even as India’s Rs 75,000-crore paints industry is among the fastest growing globally, the concentrated market with deeply entrenched players had strong entry barriers. Breaking into India's paints sector, where market leaders have established a stronghold over decades, was a tough challenge. For Birla Opus, the decorative paints business of Aditya Birla Group, the objective was not merely to launch another paint brand, but to define what a new entrant could achieve through long-term investments, operational excellence and customer-centric thinking. &nbsp;<h3>Concerted Focus</h3>The journey began well before the first product reached the shelves. In one of the industry's boldest greenfield investments, Aditya Birla Group committed Rs 10,000 crore to create a paints business at scale. Instead of building capacity gradually, <a href="/businesses/companies/birla-opus-paints/">Birla Opus</a> established six strategically located, fully-automated manufacturing plants across the country – in Panipat, Ludhiana, Cheyyar, Chamarajanagar, Mahad and Kharagpur. Together, these facilities represent a planned production capacity of 1,332 million litres per annum (MLPA) - adding nearly 40% to India's organised decorative paints manufacturing capacity at a go.The manufacturing-first strategy reflected a clear philosophy: market leadership begins with the ability to serve customers consistently. By creating one of the country's largest decorative paints manufacturing networks even before commercial operations commenced, Birla Opus ensured reliable product availability, faster deliveries and the flexibility to scale rapidly as demand grew. Within a year of launch, the brand become the second-largest decorative paints player in India by installed capacity, demonstrating the impact of investing ahead of the curve. &nbsp;<h3>Confidence and Communication</h3>Winning trust, however, required more than scale. In a category where homeowners, contractors and painters often rely on familiar brands, Birla Opus introduced product guarantees and value-led offers to reduce the perceived risk of trying a new name. These initiatives encouraged first-time adoption with dealers as well as contractors, while reinforcing confidence in product quality and enabling the brand to convert awareness into meaningful consumer consideration.The communication strategy challenged conventional thinking. Rather than depending solely on a single national campaign, Birla Opus adopted a region-first approach, creating market specific campaigns rooted in local languages, cultural nuances and consumer preferences. This enabled the brand to build relevance across India's diverse markets while maintaining a consistent national identity. &nbsp;<h3>Integrated Strategy</h3>Behind the scenes, an equally ambitious digital ecosystem powered the rollout. Integrated digital platforms connected manufacturing, warehousing, supply chain operations, dealer management and marketing, enabling seamless execution across the country. The scale of the distribution effort matched the manufacturing ambition. At launch, Birla Opus set out to build one of India's largest dealer ecosystems, supported by 150+ depots, 1,200+ SKUs, 2,300+ colour options, compact tinting machines and a network of over 3,00,000 registered painting contractors, ensuring products and services reached customers quickly and consistently.The result has been the rapid emergence of Birla Opus not only as a credible challenger but also a force to reckon with in one of India's most competitive consumer categories. Its story demonstrates that enduring brands are not built by advertising alone. They are built by aligning manufacturing scale, technology, distribution, customer assurance and locally relevant communication into a single, integrated strategy. For Birla Opus, the biggest differentiator was not simply entering the market—it was entering fully prepared to shape its future. &nbsp;<h3>Sustained Success</h3>The rise and success of Birla Opus demonstrates that building a challenger brand is about sustenance beyond making a strong first impression. It is about making long-term investments before the market demands them, creating the capabilities to deliver consistently, and earning trust through every customer interaction. By bringing together manufacturing scale, digital enablement, regional relevance and customer-centric innovation, Birla Opus has established a strong foundation for sustainable growth in a highly competitive consumer category.More importantly, its journey reflects Aditya Birla Group's enduring approach to building businesses - investing with conviction, creating world-class capabilities and pursuing growth with a long-term perspective. In doing so, Birla Opus is not just expanding the Group's presence in a new category, but also helping shape the future of India's decorative paints industry.

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Painting Outside the Lines: How Birla Opus Rewrote the Playbook 

“I started Clothes Box Foundation so people would finally know where their old clothes actually go.” – &nbsp;Sajan Veerr Abrol, Founder, Clothes Box FoundationAt 22, while most people were still figuring out their future, Sajan Veerr Abrol spent his nights sorting through piles of discarded clothing.He had no funding, no network and no grand business plan. Just one question that refused to leave him: Where do our old clothes really go?The answer changed his life.He found mountains of discarded garments, landfill sites overflowing with textile waste, and communities receiving torn, unusable clothing in the name of charity. He saw first-hand the environmental cost of one of the world's most polluting industries—and the human cost of a system that often confused donation with charity.What began as a small side project soon became a lifelong mission.Determined to reach those most often overlooked, Sajan travelled to remote villages, border regions and communities that even many NGOs struggled to access. Some journeys required special permission from the Army. Others demanded days of travel over difficult terrain. But wherever he went, one belief guided him: every person deserves to receive clothing with dignity, not society's leftovers.Today, Gurugram-based Clothes Box Foundation processes more than 100 tonnes of clothing every week, giving usable garments a second life, recycling textile waste and ensuring that quality clothing reaches people across 20 states.But the organisation's impact extends well beyond clothing.Recognising that sustainable change begins with livelihoods, the Foundation has trained more than 350 rural women in garment sorting, repair and upcycling, while creating employment for 52 full-time women. From the very beginning, Sajan made one commitment clear—they would be paid for their work. For him, empowerment was never about charity alone; it was about creating opportunity, independence and self-respect.The journey demanded sacrifice. There were sleepless nights spent on warehouse floors, trucks to be loaded before dawn, sceptics who questioned whether the model could survive, and loved ones who wondered why he had chosen such an uncertain path.Yet every challenge only strengthened his resolve. "People told me it wouldn't last," Sajan reflects. "But when you see the impact, you don't stop."Because for Sajan Veerr Abrol, used clothes are never just discards.They are warmth. They are livelihoods. They are dignity.And ensuring that none of these are wasted has become his life's work.Aditya Birla Group is happy to partner The Better India to bring to light inspiring stories of people acting as <a href="/our-story/a-force-for-good/">#AForceForGood</a>. &nbsp;<div class="video-responsive"><iframe src="https://www.youtube.com/embed/U1FTPr-ieLk" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" allowfullscreen=""></iframe></div>

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Used Clothes: Their Journey Beyond the Wardrobe

People and diversity

<h3>0:00 — Introduction to Udai &amp; Leadcast&nbsp;</h3>Brian: From the boardroom to the kitchen pass, he's building India's most inspired hospitality experiences. This is Leadcast, where leadership meets life.Udai: People sometimes ask me what was the turning point. For me, it was learning that growth doesn't always look like a promotion or a title. Sometimes it's about launching a new business or an institution. Sometimes it's not saying yes to the easy path or the obvious one. And now it's this — building brands that make people feel something deeper, help them make memories. &nbsp;<h3>0:19 — Udai's Definition of Growth: Beyond Promotions&nbsp;</h3>Udai: Good morning, Brian.Brian: Hey, good morning. How are you doing?Udai: I'm well, thank you. How are you?Brian:How are you doing?Udai: I'm very, very well. How's your day been going?Brian: A little hectic, but lovely to see you. Thank you for joining us at Leadcast, man. Much appreciated.Udai: My pleasure. My pleasure, absolutely. &nbsp;<h3>0:46 — Greetings &amp; Rapid Fire Question&nbsp;</h3>Brian: Okay, so suggestion — before we get serious, let's get curious.Udai: Okay, let’s do that.Brian: Great. So Udai, one quick rapid-fire question for lack of another way to say it.Udai: Sure.Brian: So if you were to pick one restaurant from ABNAH for a meeting, which one would that be? &nbsp;<h3>1:11 — Favorite Restaurant for a Meeting: Oud&nbsp;</h3>Udai: I'd say most definitely Oud. Yeah, I think it's a lovely space — great ambience, lovely food. And you can interact with people very casually, yet with a lot of intimacy. I think it's a great space to be.Brian: Oh, nice.Udai: Yeah.Brian: Okay, that meeting should be with me.Udai: Oh, we can go right after this. &nbsp;<h3>1:39 — Udai's Grounding Ritual: Kipling's "If—"&nbsp;</h3>Brian: Great. What's that one ritual over there that keeps you kind of grounded?Udai: It's Kipling’s If—.For the last 20 years, I've had a copy of that wherever I've been, within my eyesight — just going through those lines: "Meet with Triumph and Disaster and treat those two impostors just the same." Very, very grounding.Brian: Oh man, Udai — always, but always a pleasure chatting with you.Udai: Same here. &nbsp;<h3>2:05 — Udai's 17+ Years with Aditya Birla Group &amp; Nonlinear Growth&nbsp;</h3>Brian: More than 16 years with the Aditya Birla Group, and you have served as the Executive Assistant to Mr. Kumar Mangalam Birla. You have led the launch of a new business school — none less than BITSOM — and are now leading the way at ABNA's whole project… I mean, the Chief Executive Officer.Brian: What has growth looked like to you?Udai: Nonlinear. You know, to put it — I think growth, Brian, I would say is what one perceives growth to be. And I must say that it's not always felt like growth. You know, you're doing stuff and there's a lot of learning that's happening — and the curve's not always very straight. There's this thing Adam Grant says in Hidden Potential, it's a fantastic book — that the line of growth, which is usually shown like this on a graph, is very misleading. Sometimes growth looks all topsy-turvy and so on. And you know, sometimes you take a side step to get a very different kind of experience. Sometimes you step back to learn something very new. And sometimes you just leap — in a way you've never envisaged that you will — into something. &nbsp;<h3>4:20 — Evolution of F&amp;B: Immersive, Shareable Experiences&nbsp;</h3>Udai: …and then I started — and by the way we're not counting here — but 17 plus years.Brian: Oh, okay.Udai: Yeah.Brian: Okay. I stand corrected. Happily, I must add.Udai: So, you know, I was in the telecom business. I was not in the HO, I was in Hyderabad. I was in service delivery — not in one of the swankier functions like marketing, sales, or whatever it’s perceived to be. And I was in prepaid — a very mass segment and so on. I never realized I had a structured path. I thought: Where will I get to? But then I think growth, really for me then, is about picking what you're doing, really thoroughly enjoying it, and doing a great job of it — and then you get where you get to.Brian: Interesting perspective you provide. So I'm going to move to the F&amp;B business — more F&amp;B businesses are now trying to curate immersive, visually striking, shareable experiences… nostalgic dishes and Instagrammer favourites. What's your take on this — if I can call it — evolution in the industry?Udai: See, I think like a lot of categories that evolve with consumers, consumers are much better exposed now. They're more affluent, they're more aspirational, etc. Food has now become not just about sustenance — it's about self-expression. Food is fashion. People use food to make a statement. People want food to reflect who they are and so on and so forth. So as the cliché goes — people first eat with the phone, with their eyes, and then they consume food. And they want people to know where they were, what they were eating, and so on. &nbsp;<h3>6:04 — ABNAH's Focus on Culinary Excellence&nbsp;</h3>Udai:So I think it's part of a lifestyle. It's growth. But I just think that we are what we do when no one’s watching us, you know, in a way.Brian: Well said.Udiai:And a lot of times I think while one might share where they were and so on and so forth — I would think of it like this: the last time you went to a place you really wanted to and loved to go back to — you had people you really like and you were having food you really crave. Did you dive in for your phone? Probably not. So the share of eyeballs, I don’t think, is necessarily equal to the wallet share of the consumer — where they would like to go and spend a lot of time, spend a lot of their money and attention, and have great craveable food. And in that sense, we at ABNAH have always been very, very culinary-excellence-forward, so to speak. Can the food be 'grammable? Should it look great? Of course it can. But for us, it’s about making a great honest plate of food that one would like to come back to again and again and again. And if you can make it look very photogenic — yeah, it’s a bonus. So I think — well, to each their own — it's not just about nostalgic and great-looking food, but it’s about people coming back to food that they love and really crave. &nbsp;<h3>6:43 — Heritage &amp; History in Food: A Deep Dive&nbsp;</h3>Brian: Okay, interesting. Now there’s been more chatter — should I say — on the play of heritage, of history, when it comes to food. How do you see that playing with our curated menus?Udai:Yeah, I think that's a great segue — because it’s in line with what I was saying earlier — that people are very well-travelled now. They’re far more aware. There’s a lot more information out there, right? And while at a point in time the country and the people wanted everything to be very relatable to their original palate, so to speak — people are now ready to try and push themselves to have authentic food. &nbsp;<h3>8:03 — The Story of Varsa Restaurant&nbsp;</h3>And India — while we talk of it as a monolith — I think as we all know, it's a misnomer. It's 50 different countries. And for me, going away from my cold palate is not just about having Korean or Italian — it's about trying really authentic food from, let's say, Lucknow, Awadhi — which probably I've never really known. Because what a lot of people have been exposed to is Punjabi and Mughlai. So — you know — it’s stuff like that. And hence now: rootedness. How connected the food is — matters a lot to people. I'll just take a quick example because we have this restaurant called Varsa — it's based in NCPA. And that food has its own heritage, its own history. It’s the Persians who travelled to India. And then — they thought Delhi was too busy — they bypassed the outer ring road and went straight to Lucknow, right? And they settled there. And it was a great blend of what they brought and what they conceived there. And Wajid Ali Shah was asked by the British — given a pension — and sent to Calcutta. you know, where he said, Allah-e-Butto mujhe koi dikhaye Lucknow aur mere sohne me bhi mere aata hai aah Lucknow. He was really paining for Lucknow because he was he was a Nawab there. He was sent out and then there was no gosht. There was not enough meat, but the Portuguese had brought potatoes there. They replaced the meat with potatoes and made a different kind of biryani. So that food evolved from Persia to Lucknow to Calcutta. And then they got a daughter married to the Nizams of Hyderabad — and as was the custom — they sent maids and cooks with her. And then the food travelled from Calcutta to Hyderabad — and then it evolved further. It's the journey of food. And that's what we discovered and that's what we are making at Varsa. So people like these stories. People like that history behind it and trying different cuisines. I think it matters a lot. &nbsp;<h3>9:50 — What Excites Udai About Building Hospitality Brands&nbsp;</h3>Brian: Man, your knowledge — and the fact that you've obviously deep-dived into this — is incredible.Udai:No, we really like to enjoy what we're doing, you know — and get into the heart of it. So as I said earlier — this is growth. Right? I mean you're learning something new every day. You're doing something exciting. You're a different person. I mean — that's growth.Brian: That's coming through loud and clear, Udai. &nbsp;<h3>10:10 — India’s F&amp;B Industry: Size &amp; Opportunity&nbsp;</h3>Brian: Now — you mentioned from Varsa to Jolie’s toSupasan — ABNAH is creating, I think, some of India’s distinct culinary spaces, which is brilliant. What excites you most about building hospitality brands?Udai:Yeah, sure. See — food is a very core consumer category. And it's something that’s been there obviously since the birth of time until now. But the way it's evolving is very exciting. Some estimates say it's a 65–70 billion dollar industry in India. It's one of the largest. And it also employs one of the largest workforces in the country. And with aspiration increasing, as I was saying earlier — a lot of people are now opting to look for great experiences, a lot of organized brands and so on. And despite all this, and despite all the growth happening — you realize that there are probably four or five companies today which are more than a billion dollars in valuation — and then there’s a long tail. By some estimates — the way Singapore eats out: about 50+ times a month (what you eat out — including deliveries, two–four times a day — 50% of that comes from outside). The U.S. or Europe is about 30. China is 20. For India, it's about 8 or 9. That’s the headroom that's there. For Mumbai or Delhi — probably people eat out about 15 times a month including deliveries. So just the opportunity to be able to go out and participate in one of the largest consumer businesses for the A ditya Birla Group — is a great opportunity. And when you are given the opportunity to participate in that kind of growth and build something of that order — it's obviously very exciting. And I think that’s a very important part. &nbsp;<h3>12:02 — ABNAH's Purpose: Enriching Lives Through Food&nbsp;</h3>I have a but. You know — it's out there on the wall, and we should go up and take a look at it in the office once. And it's very important to us — our purpose: "To enrich lives through the power of food and the magic of shared experiences."&nbsp; It's that purpose that really excites us a lot more. Because think about it: for the most part, experiential dining — at whatever price point — it's not because you can't cook at home or you don’t have a meal. There's so much happening outside — at your work, generally in life, and so on. When people walk into a restaurant — they want to leave all of that outside practically. They just want to have a great time with their loved ones, people they like — or sometimes maybe just by themselves with a cup of coffee. It's a privilege for us to be able to participate in that with them and give them that break they need. And it's a tough industry — thin margins, heavy competition, hawkish regulations, whatnot. But when you see a guest smiling — happy — walking out at the end of the meal — all of that’s sorted. And then you're not thinking of the industry size and how tough it is to run the restaurant and so on. That fulfilment — I think that's really exciting — to be able to participate in that entire story. &nbsp;<h3>13:12 — What Udai Wants Guests to Experience at ABNA&nbsp;</h3>Brian: You almost answered — or should I say half-answered — my next question. Always ahead of the game, you are. You know — what is it that excites you about food? And I’ll qualify that: what do you want people to experience and discover when they explore ABNA palates?Udai: So you know — it's not as much about ABNA palates alone. We wouldn't like to get ahead of ourselves and think that we are this very large player and one should view us very distinctively or separatel. We're very much with the industry. It's a growing space. And in that scheme of things — we want our guests to come in and to feel welcomed. To not feel intimidated. We are into authentic cuisines — as I said. You know: we do authentic Italian, we do authentic Japanese, we do authentic Cantonese, we do authentic Awadhi. We like to believe that we are doing honest food. At the same time — we ideally don't want them to look at a menu card and feel intimidated and hesitant to read something out and ask something. Yet — we don't want to water down their experience. That balance is what is a little tricky — but not impossible. That's where your staff and your service comes in — whether they make you feel welcome, make you feel comfortable, are able to explain the menu to you without sounding condescending — yet not being snobbish at the same time. That is very critical for us — and that's what we would like to create. But let me caveat this with saying: we’re not there yet. It's a journey. And I'm happy to confess that. We’re getting there. But we're confident that we’ll get there — because we are very clear about the intent. &nbsp;<h3>15:09 — Udai's Top 3–4 Menu Recommendations&nbsp;</h3>Brian: That’s a confident — but really honest take. And more power to you, Udai. What are the top three to four — if I might ask — things to order across restaurants, across spots? I'm putting you on the spot, I know.Udai: You're putting me in a corner — against my chefs who create menus which are 20–30 dishes long. Nevertheless. Yeah, sure. I think, you know — if you go to Oud as we were speaking about earlier — I would like you to try the Nobu’s Tarboos or the Muskmelon. These are great mocktails — so flavourful — you won’t miss any spirits even if there are none in it. Come to Supasan — I think while you can order all your sashimis and nigiris and so on — you should definitely try the Chawanmushi. It's like a warm hug to your soul — it's such a nice warm egg-custard dish. If you go to Yauatcha — you should definitely order the Cheung Fun — vegetarian for me — but if you're a prawns person, certainly you can do that. I can go on and on. But since we're on it — if you go to Varsa — you should try the Panch Patta Saag with the Magasnaan. People think that Awadhi food is all about non-vegetarian — but it’s not true. Chef Mukhtar’s mother-in-law is a consummate cook of non-vegetarian food — but she’s a vegetarian herself. And there’s such amazing vegetarian food out there in Lucknowi cuisine. I think you should definitely try Varsa. Man — you’ve got me salivating, so to speak. That’s the idea — show me the money. It sure is, and it’s working. &nbsp;<h3>16:53 — Sourcing Ingredients: Local, Sustainable &amp; Authentic&nbsp;</h3>Brian: When it comes to sourcing ingredients locally — and yet sustainably — keeping it true to the cuisine — how do you strike the balance, if you do?Udai: Okay. So I think this is in the realm of saying that — of course, if I need authentic ingredients for some of these cuisines which are not Indian — we have to obviously import some stuff. But how do you yet balance it with being local and so on? See, I think it's again an interesting question. I'll take a couple of examples. We work very closely with the founders of Narathai in Bangkok — and they have an expat chef who comes down at a regular frequency, works with us — we take them out to the market. In the Northeast — nowadays — the Seven Sisters have great vegetables and herbs growing which are very close to the flavour palette of what grows toward that part of the world — as a continuum. So we try and identify ingredients which give you the same flavour profile without compromising on the authenticity. Why do Cantonese chefs pick prawns from the East Coast of India? Chef Rahul picks up his cheese from Himachal — and some great vegetables from hydroponics farms near Pune — yet does great European food. So we don't necessarily see this as conflicting goals for sourcing. It's a little bit of hard work to also ensure your costs are under control while you're doing all of this. I think — but it's doable. I think you just have to ask the question: who made those rules? You just have to go out and explore. &nbsp;<h3>18:27 — Conclusion &amp; Farewell&nbsp; &nbsp;</h3><hr>Watch full video on YouTube - <a target="_blank" rel="noopener noreferrer" href="https://www.youtube.com/watch?v=hMsNdeTMBfc">Udai: Building India's Most Inspired Hospitality | Nonlinear Growth &amp; Culinary Excellence</a>

Leadership

Beyond the Menu
How do you build hospitality brands that stand out in a fast-changing world? Udai Pinnali, CEO of Aditya Birla New Age Hospitality, unpacked the secrets: from staying ahead of trends to leading with intent. This episode of LeadCast is a masterclass in creating experiences that last. Listen now!

Udai: Building India's Most Inspired Hospitality | Nonlinear Growth & Culinary Excellence

<h3>(00:00) – Introduction to Bala &amp; Leadcast</h3>Brian: Well, he has seen markets rise, fall and reinvent themselves. But through it all, he has stayed steady — stayed rooted in wisdom, led of course by conviction. This is Leadcast, where leadership meets life.Bala:Markets teach you passions, but more than that, they teach you perspective. Early in my career, I thought success meant mastering numbers. Over time, I've learned it's really about mastering temperament. Finance may be a number game, but leadership is about trust, clarity and staying curious.Brian:Hi Bala, how are you?Bala: Hi Brian, good to see you. I'm fine, doing alright.Brian:Thank you for inviting me to your office, to this beautiful cabin.Brian: My pleasure, as always.&nbsp; &nbsp;<h3>(01:03) – Bala Unplugged: Food &amp; Music</h3>Brian: You know, it's always a privilege chatting with you and before we deep dive into the markets and the stuff we're going to chat about, I just want to do a bit of Bala Unplugged. Are you okay with that?Bala: I'm fine.Brian: Okay — what's your go-to comfort meal after a long day?Bala: Of course, I prefer South Indian meal.Brian: But give us some details.Bala: And end up with curd rice.Brian: Oh, okay. You are also a music lover. I believe you are learning music and I know you are a music lover from back in the day. So what's your playlist for a volatile working day?Bala: I play — of course listen to the music, definitely it's one.Brian:But what kind of music?Bala: Mostly Carnatic music. But I am also learning, singing the Lord's name, which is called Nama Sangeetham . So there is also something in singing the name of the Lord — it gives you that much inner better feeling. Since I'm learning, I'm also actually just keeping humming with great understanding. It gives you some sense of deviation from your normal thinking process.&nbsp; &nbsp;<h3>(02:14) – Advice for Young Investors</h3>Brian:That's incredible. I'm going to go slightly closer to your professional personality now. One thing that you believe young investors overlook?Bala: So, overlooking investing for long term versus short term gain. Most people think making money is easy looking at short-term gain. But I always believe short-term gain is temporary. If you want to retain your gain for long term, then you must give long time period for the investment to perform.Brian: Three to five years?Bala: Three to five years. Second is, people think speculating you can make money — they'll start thinking everybody is making money, making money is easy. But my own experience: money making is tough unless you stay on course for long.&nbsp; &nbsp;<h3>(03:15) – Earliest Money Memory</h3>Brian: So we'll get into our chat now. It's been fun — the volley of questions and fun answers — but now let's settle into conversation. Bala, let's roll back the years. What was your earliest memory of money? Has that moment shaped your approach to wealth creation today?Bala: Yeah, definitely yes. First of all, thanks Brian for having me part of your discussion — a privilege. See, life of course gives a lot of lessons. As an investor in the capital market, the early lessons I got when I was age 22-23 — where you always fiddle with the market thinking you will create huge wealth with high expectations and very short return expectations — doubling or tripling money in one or two years. When you have such high expectations inevitably you meet with failures. When I started learning and getting into the capital market, the first few expectations versus outcome were miserable. Because you are a little deep in money, you become further greedy and therefore you don't book your profit — you don't sell. You keep your expectations high. That's where I learned the first lesson: what goes up can come down . And there will be failure — but still, if you keep long-term vision, I think you can create wealth.&nbsp; &nbsp;<h3>(04:40) – Learning Cycle &amp; Passion</h3>Brian:What goes down can come up as well.Bala: Can come up as well. So that's when I joined here in '94, since then we have seen crisis. In each crisis your learning curve only gets better. As an individual, you also learn from mistakes, market volatility — and that shapes your investment thesis.Brian: You mentioned 1994 — that makes it 30+ years. What has kept you inspired? What has kept you committed to the mutual fund industry all these years?Bala: So it is about passion towards your business. Mutual fund — I always believe — it's a service to the investors. Creating wealth comes next. First you are putting a platform. You are getting deeply involved in managing the money. In this process you learn, and this shapes your investment style. As an individual, you continue to learn. The market, I always believe, is a great leveler. Market teaches you. You don't need to go to any classroom to improve your learning curve. (6:01) The market teaches you. So, that keeps you actually growing all the time. You have to come back with a great amount of commitment. So, be at it, stay at it, and continue to learn, and continue to be passionate about building this business, and deep involvement. I always believe, one of the firm beliefs that I have, platform is provided to you. It is only a question of how do you use the platform. So, I used to believe Aditya Birla group is a platform, good brand platform. You have been given the responsibility to use the platform to build the business. The platform should be utilized for bringing your individual contribution to the maximum extent possible. I mean there is no right answer to that, but as far as best effort that you can put. That's why I think it kept me going. The learning curve when I talked about, learning curve come from market, learning curve come from your bosses, learning curve come from the way the founders looks at your business and then makes you stay in the business for long, make you think long term, and so on and so forth. There are many such things also got involved in the whole process. I am very sure we need more than just a quick chat. We are having to really learn from you some of the nuances. If I can, I am sure there were moments that were uppers, there were moments that were downers, and all of them high on learning.&nbsp; &nbsp;<h3>(07:29) – Defining Moment: 2009 Crisis</h3>Brian: Can you share a defining moment in your career that tested you?Bala: Of course I can quote many, but I’ll take one — the 2009 global financial crisis. All of us being finance professionals, being in the mutual fund industry — you feel the impact directly. Market falls are directly correlated to you; market rises are directly correlated to you. There was uncertainty — whether the world financial market will remain strong, whether the industry will survive, whether the firm you work for will manage the crisis. During that time I also got offers from outside — but I felt I should not leave the organization in a bad time.&nbsp; &nbsp;<h3>(08:57) – The Power of Brand</h3>Bala: One thing that helped us is representation of the brand. I used to go to the market — meet institutions — borrow from banking industry, sell assets. When you carry the brand, the door opens faster. After that, it's up to you to strike the deal. Brand impact comes during crisis. As a manager, you have to use it to your advantage. We used to run pillar to post looking for solutions. It took 35-40 days. September to November — Lehman collapse. During that time, you have to stay on course, take proactive steps, handle customers, and protect brand image. Reputation is very important. I must admit — we had to knock the door of Mr. Birla as well. He made one phone call — that was enough to manage the situation.&nbsp; &nbsp;<h3>(11:14) – Spirituality &amp; Leadership Style</h3>Brian: You’re spiritually inclined — how has spirituality influenced your leadership?Bala: Spirituality has come from childhood. I used to go to Patasala to learn basics of Vedas — after school, 6-7 PM. It's all mug up and recite. Reciting mantras became part of extracurricular activities — not ritual. Parents also prayed — so association grew. Spirituality gives calmness. It keeps you grounded. Life is not that easy, but also not that tough — you play it as it comes.&nbsp; &nbsp;<h3>(12:46) – Work-Life Integration</h3>Brian: People speak of work-life balance, but you speak about work-life integration. What does that mean to you?Bala: I don't differentiate work and life — both go hand in hand. Whether personal or professional — for me it remains the same. Invariably you end up giving 80% of your time for work and 20% for life — ratio differs per person. Personally, I used to have a seven-day working policy — so work-life balance becomes out of track. I never thought about differentiating.&nbsp; &nbsp;<h3>(13:57) – Staying Calm Through Market Cycles</h3>Brian: You’ve seen multiple cycles — booms, crashes, recovery. How do you remain calm?Bala: One thing I'm a firm believer of: often we discuss managing risk — but managing risk comes next. Being agile — agility — is more important. Tracking happenings that impact sentiment and portfolios. During uncertain times, you cannot keep quiet and you cannot keep worrying. Both are wrong. If you keep worrying, you never find a solution. We deal with public money. Market is an unknown animal. Sometimes we try to find solutions for unknown stuff — nobody can answer. So during such times — play it as it comes.&nbsp; &nbsp;<h3>(15:47) – Rituals, Energy &amp; Discipline</h3>Brian: Is there a ritual you follow?Bala: One — I believe in punctuality. Morning 6–6:30 max — the moment sunlight comes, day starts. Second — I do my rituals, chanting Gayatri. Sometimes I enjoy making breakfast. Then I come to the office with a clear schedule. This habit came from bond trading — market forces you to be at your desk. I used to even open the office. Whether rain or flood — I would go. I also believe in keeping a light heart. If your energy level goes down, everything becomes difficult.&nbsp; &nbsp;<h3>(18:30) – Mentoring: Ask vs. Tell</h3>Brian: How do you mentor next-generation leaders?Bala: Earlier my style was instruct and tell. Later I learned ask vs. tell — thanks to the Harvard AMP program. It gives clarity on empowerment vs. execution. You must differentiate between what the team must do and what only you can do. Not everything done is right and not everything done is wrong — sometimes situation forces the outcome. I always give benefit of doubt to the batsman. Mentoring is continuous — not only when they need you, but when the team needs you. I follow open-door policy. Whether 11 PM or early morning — they have liberty to call. Even today as MD &amp; CEO — I pick the phone on the second or third ring.&nbsp; &nbsp;<h3>(21:41) – If Not Investments…</h3>Brian: If you weren't in investments — what would Bala be doing?Bala:I am deeply connected to my roots. I believe in giving back to my birthplace — agriculture and village background. I still run agriculture activities — not for profit, but to provide opportunity for people to work on their land. Second — I get involved in service activities. If they need support for events or institutions — I help.&nbsp; &nbsp;<h3>(23:29) – Closing</h3>Brian: My day has 24 hours. How many does yours have — 36? 48?Bala: 24 hours only — within 24 hours you have to crunch everything.Brian:Bala, it's been an absolute pleasure. One sit-down is not enough. Thank you for taking time to share all these gems.Bala:My pleasure. It's always nice interacting with you. I'm glad we could do it today — thank you so much.Brian:Thank you for tuning in and soaking it in. Let us know your thoughts in the comments below.&nbsp; &nbsp;<hr>Watch full video on YouTube - <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/6KzEGk5t_AY?si=0Uc5FNN6FdxGYZtG">Mastering Temperament &amp; Navigating Markets: Bala's 30+ Years of Investment Wisdom&nbsp;</a>

Can Spirituality Really Shape Investing Success?
Can timeless wisdom guide modern markets? A. Balasubramanian, MD and CEO of Aditya Birla Sun Life Mutual Fund, shared how spirituality shaped his approach to investing – through purpose, rituals, and resilience. This episode of LeadCast is the perfect blend of finance and philosophy. Press play for insights that go beyond numbers.

Mastering Temperament & Navigating Markets: Bala’s 30+ Years of Investment Wisdom

Customer Delight & Building BITSOM: Udai's Journey in Hospitality & Education

Sandeep Agrawal, Senior President &amp; Head – Group Corporate Finance, Corporate Strategy &amp; Business Development, decodes deal-making, strategy, and the power of thinking ahead.&nbsp;<div class="collapsible-content-wrapper" style="--lines-to-show:6;" data-testid="collapsible-content-wrapper"><div class="collapsible-content collapsible-content__disabled"><div><div class="ant-flex css-fga7g8 ant-flex-align-stretch ant-flex-vertical" style="gap:8px;"><div><div class="markdown message-container"><hr><h3>&nbsp;</h3><h3>00:00 – Career journey and transition to strategy</h3> Host (Brian Telis): Hello and welcome to Leadcast, our leadership series under the Soundbox Initiative. My name is Brian Telis and I'm your host. In each episode we sit down with a leader from the Aditya Group for a conversation about the group and of course its businesses, and to find out what the future holds for us as an organization. In today's episode we will be speaking with Sandeep Agrawal. Now, Mr. Sandeep Agrawal holds the position of Head of Group Corporate Finance, Corporate Strategy and Business Development at the Aditya Birla Group. Sandeep is an alumnus of IIM Lucknow and is an electronics engineer. He is also a sports and fitness enthusiast. We speak to Sandeep about the world of business with a special focus on deal making and strategy at an organizational level. We also hear from Sandeep about his mantra for getting the job done and done well. So, Sandeep, you know — set the bar pretty high and for all the right reasons. But firstly thank you for joining us. It's an absolute privilege to be kind of chucking questions at you and I can't wait to hear your thoughts.Sandeep Agrawal: Now you had such a fascinating career at ABG in finance, strategy. Let's start at the beginning. I'm really intrigued to know what initially drew you to deal making and strategy – pardon the term – deal making, and how has your thinking evolved over the years?&nbsp; So if I can take the liberty of going back a little bit more… You know, I did my MBA way back in 2001. I had a keen sense of numbers, so I wanted to get into finance, and I landed up a job with ICICI Limited – which was famous for corporate lending at that time, not investment banking. As it happened, within a year of me joining, it got merged with ICICI Bank. There was a bit of chaos as you’d expect when two large organizations merge, and I got thrown into a role which I didn't envisage when I started my career. I moved to Mumbai in Standard Bank and then for three or four years I did really well in that role which was transaction banking. But what I kept thinking about is that while these solutions are extremely important to the company I was serving with, I wasn't seeing the promoters and CEOs. At best you meet CEOs and CFOs. That got me thinking: why are promoters not keen on what I'm doing right now? And that's when I thought of investment banking and creating a huge difference. So as soon as I got the first opportunity in 2010, I moved to what was corporate investment banking, and had a great stint over the next eight years. I even handled Mr. Birla as my client—I used to interact with him all the time. There's one specific transaction I always remember: JP Cement acquisition. We were on the other side, Mr. Birla was there, and he went through such minute details on the acquisition. That made me think: as an adviser, as a third-party investment banker, you can do as much grunt work as you like, but when it comes to putting in your own money—he was the perfect example of how deep and detailed you could be.&nbsp; In 2019 when I got a call from Aditya Birla Group—I had spent about 16 years in Standard Bank—I met Dr. Mishra and then Mr. Birla a few times. My mind was made up almost immediately. Being on the buy side, where you are putting in your own money, has been an extremely fascinating experience. Four or five years in M&amp;A, we did a number of transactions. Last year in August–September, Mr. Birla asked me if I'd like to run strategy as well, and I absolutely loved the moment he said this. With M&amp;A you construct the deal, you create the deal, but once it’s consummated your involvement ends. Strategy allows you to run through the full cycle of the transaction. For me, recommending something isn’t enough—I need to see through the fruition. That has been extremely satisfying and fascinating.&nbsp;<h3>02:30 – Strategic M&amp;A and leadership</h3> Brian: Interesting journey—sounds seamless. But were there challenges in the transition from banking to being part of the group?Sandeep: I joined the group in September 2019. There was no surprise — I had been handling ABG as a client for almost eight or nine years, so the corporate governance and culture were well-known. What surprised me was the vastness of the organization—hundreds of charitable activities, schools, hospitals, temples, all alongside the businesses. It was mind‑boggling. Culturally, it was extremely welcoming. One challenge: I joined in September ’19, and the COVID lockdown happened in March ’20—so many of the first few months were on Zoom. I dislike that. The first opportunity I got, I joined office back because Mr. Birla is not a fan of remote working either. Another piece: in a typical foreign bank there's always a shareholder and a board that sit elsewhere, so exceptions may be slow. At ABG, surprisingly, decision-making can be quite quick. We deliberate longer—especially when you’re putting hundreds of millions or billions behind a venture—but overall it's very positive.&nbsp;<h3>06:48 – Deal-making simplicity and clarity&nbsp; &nbsp;</h3>Brian: Over the last five years you’ve been with the group and many acquisitions and deals—what’s your secret sauce for cracking a complex deal and taking it to fruition?Sandeep: I live by the mantra of simplifying. In complex deals people tend to lump everything together, but you must break it down. If you break it into smaller pieces, usually only three or four are truly complex—and the rest is straightforward. So identify and solve those key pieces rather than tackling everything at once. Also, having a clear north star or objective is critical. You can get lost in the process. As long as you know what you’re solving for, it makes a huge difference.&nbsp;<h3>08:57 – Win-win negotiations and trust&nbsp; &nbsp;</h3>Brian: On large transactions, both sides have objectives—often conflicting. What's your negotiation style? Any tips?Sandeep: First, if a counterpart puts an untenable position, I’m comfortable walking away. They should know you're willing to walk out of the room if required—some things are non-negotiable. More importantly, establish a strong connection with the counterpart. They should feel they won as much as you did. That comes from being ultra-prepared—rational, layered arguments that counter theirs thoroughly. And remember: lose small battles to win the war. If you’re completely inflexible, you’ll lose on bigger issues. Be strategic.&nbsp;<h3>13:09 – Team dynamics and strategic space</h3> Brian: How do you balance long-term strategy with day-to-day demands?Sandeep: First, you need a best‑in‑class team. When execution gets intense, you cannot be in every meeting. Delegate to trusted team members who understand your thinking. That solves about 80% of the problem. Also, don’t fill your calendar every day—leave space to think, to read, to reflect. Focus on long-term objectives while staying aware of the environment and where value creation lies. And refine processes—like updating product manuals—so future transitions don’t get stuck in bureaucracy.&nbsp;<h3>15:10 – Golf lessons in decision-making</h3> Brian: You liken strategic thinking to golf. How has your passion for golf influenced your approach to business decision-making?Sandeep: In golf, what’s happened in the past stays in your head but what matters is what you can do in the present. Every stroke counts—small mistakes can cost championships—so focus anew every shot. Also, golfers like Tiger Woods make swing changes constantly—you’re always learning. I’ve played 10 sports at competitive levels; golf is the most difficult. There are 14 clubs, different shots each time. You continuously learn. Leadership is similar: you plan, but unexpected things happen. Failure can either consume you or teach you. Accept losses, learn, and move on.&nbsp;<h3>19:06 – Setbacks, resilience, and growth</h3> Brian: When something doesn’t go as planned in your career, how do you handle it?Sandeep: I've had setbacks but no major ones. Back in 2017 or 2018, when my boss moved out, I expected to take over but they brought in someone senior from outside. I was frustrated, but the next two years became my best performance‑wise. It felt like kayaking downstream—I knew the role, the new boss was excellent and supportive. Soon I got the call from ABG. That setback opened another door. Just like in sports: if you sulk after every loss, you'll never go anywhere. You must train harder, accept reality, and stay grounded.&nbsp;<h3>21:06 – Inspirations and inner strength</h3> Brian: Inspiration often comes from unexpected quarters. Who has inspired you in your career or life?Sandeep: Besides Tiger Woods in principle, my biggest inspiration has been Mr. Birla. For example, when a Supreme Court judgment went against us with a massive levy, I spoke to him that night—his voice was calm. No agitation. His humility and patience in crises taught me a lot. Another friend who runs a private equity firm is a fierce champion of excellence and also plays golf. I’m inspired by many: colleagues, my bosses, my wife and daughter—everyone brings sincerity. Also one subordinate who has been hospitalized multiple times but returns to work with unwavering dedication—that is truly inspiring.&nbsp;<h3>24:52 – Exercise, reflection, and clarity</h3> Brian: On a lighter note, what quirky or unexpected activity do you turn to for inspiration or recharge?Sandeep: When I’m mentally agitated or low on energy, the best release for me is an intense workout—an hour or hour-and-a-half burn. That caloric blast puts me in a different space—it’s almost meditative. Breathing becomes steady, mind shifts. I always increase workout intensity when I’ve had a tough week. It recharges me.Brian: I'll take that as a challenge! Most people think of relaxing when they're stressed—but pushing hard physically can reset everything. What a tremendous conversation this has been, Sandeep. If only we had more time to dive deeper—maybe we’ll trouble you again! A huge thank-you to you, the man himself, Sandeep Agrawal. We’ve reached the end of today's Leadcast conversation within ABG’s Soundbox podcast. It’s been a privilege. We hope you’ve enjoyed listening to this conversation. If you have any feedback, drop your comments below. We'll be back soon with another episode—another fascinating conversation. Until then, thank you very much for joining us.&nbsp;<hr>&nbsp;Watch Full Video on Youtube: <a target="_blank" rel="noopener noreferrer" href="https://youtu.be/5Sgki4Onz0w?feature=shared"><a target="_blank" rel="noopener noreferrer nofollow">Leadcast | Mastering the Deal with Sandeep Agrawal</a></a>&nbsp; &nbsp;</div></div></div></div></div></div>

Sandeep Agrawal, Senior President & Head – Group Corporate Finance, Corporate Strategy & Business Development, decodes deal-making, strategy, and the power of thinking ahead.